How “institutionalization” can work. Structuring governance for digital transformation in Italy

Abstract

AbstractPublic policy scholars have recently focused on the mechanisms accounting for the sustainability of major policy changes. Among the strategies by which policy entrepreneurs may try to avoid future backlash institutionalization is certainly one of the most used. Yet, it can foster ossification and eventually jeopardize policy effectiveness. Such a potential trade‐off between institutionalization and long‐term effectiveness is particularly intense in policies concerning technological innovation because the necessity to create winning coalitions can undermine the required absorption capacity needed by government to engage the innovation ecosystems. This paper explores such a trade‐off with a case study on the Italian policy for public sector's digital transformation. The case is theoretically promising because over three decades institutionalization has always represented the main overall strategy adopted by policymaker, but only the 2016 initiative emerged as a “success.” In this sense, the case study can focus on the mechanisms activated by policy entrepreneurs to trigger and entrench change.